Companies use various forms of social networking

Companies use various forms of social networking tools to enhance and support HR
practices, and they are not limited to well known systems such as Twitter, LinkedIn, or
Facebook. Students may give various examples: Long Realty’s use of “Long Connects”
which provides a way for realtors to share information about lenders; Kelly Services uses
a tool called “chatter” which helps employees share information. Student responses to
imagining other uses of social networking for HR can vary but examples could also
include perhaps using social networking to distribute information about benefits plans, or
to use it to help employees of different types of interests connect, or it could be used to
facilitate mentor/mentee relationships.
VII. Meeting the Competitive Challenges through HRM Practices - HRM practices that help
companies respond to the four competitive challenges can be grouped into the following
four dimensions. (See Figures 1.7 and 1.8)

A. Managing the Human Resource Environment—HRM practices should be linked
to strategy, legal compliance must be assured, and work should be designed to
maximize employee effectiveness and motivation.
B. Acquiring and Preparing Human Resources—Human resource planning must
occur, employees must be recruited and placed in appropriate jobs, methods of
employee selection must be determined, and ensuring employees have skills to
perform particular jobs.
C. Assessment and Development of Human Resources—This area of HRM deals
with measuring employee performance, preparing employees for future work
roles, identifying and responding to employee interests, and creating a beneficial
and effective work environment.
D. Compensating Human Resources—Appropriate pay systems must be developed,
employee contributions must be rewarded, and employees must be provided with
benefits.
E. Special Issues—Labor unions create an additional HRM challenge.
VIII. The final paragraph and Table 1.15 present the overall organization of the text.
Chapter Vocabulary
These terms are defined in the "Extended Chapter Outline" section.
Balanced scorecard
Competitiveness
Electronic human resource management (e-HRM)
Employee engagement
Empowering
Evidence-based HR
External labor market
High-performance work systems
HR dashboard
Human resource information system
Human resource management (HRM)
Intangible assets
Intellectual capital
Internal labor force
ISO 9000:2000
Knowledge workers
Learning organizations

Malcolm Baldrige National Quality Award
Offshoring
Onshoring
Outsourcing
Psychological contract
Sarbanes-Oxley Act of 2002
Self-service
Six Sigma Process
Stakeholders
Sustainability
Total quality management (TQM)
Virtual teams
A Look Back
Starbucks is engaged in aggressive business growth focusing on new products and new markets
while trying to maintain the customer experience.